The Cultural Strategies and Futures report (Dan Ashton and Makanani Bell) published in 2023 draws on the analysis of approximately 150 cultural strategies and discussions and feedback from the knowledge exchange event, A conversation on cultural strategies.
This report made 12 recommendations:
- Models and approaches
We recommend a detailed analysis of ‘local authority’ and ‘culture trust’ approaches and processes and how they overlap, differ and align. - Findable and sharable
We recommend creating an accessible database of strategies as a resource for insight and reflection. - Access and context
We recommend cultural strategies are created and published following accessibility guidelines and explicitly ensure the accessibility of text and images, provide information on publication and authorship, and provide credit and attribution for content included. - Structure and language
We recommend updates to LGA’s Cultural strategy in a box and the ‘Future vision and goals’ section of ACE’s What Works – Cultural Strategy Content Checklist that elaborate on what frequently used terms (e.g., aim, vision) cover and do. - Methods and consultation
We recommend cultural strategies provide information for all data sources that clearly indicates the dataset being used and why, and provide details on any consultation processes. - Themes and priorities
We recommend reflecting on changes and continuities in cultural strategy themes and priorities by engaging with a wide range of cultural strategies that can provide insight across a variety of years and places. - Policy and position
We recommend cultural strategies go beyond providing a reference list of policies and strategies that are referred to and create a matrix or table that includes all the policies and strategies referred to and indicates when they were published, if they are timebound, and how long they remain in alignment. - Geographies and boundaries
We recommend that the development of cultural strategies give attention to changing geographies and boundaries and make connections with different ‘neighbours’ to explore cultural strategy alignment and the pursuit of common purpose. - Living and responsive
We recommend cultural strategies are made accessible using digital technology platforms that enable updates, responses and continued consultation, and that exploring the features and characteristics of different technological platforms could support wider engagement in a greater variety of ways. - Continuity and evaluation
We recommend new cultural strategies, where applicable, reference relevant past strategies to reflect and evaluate on the status of their aims, and going forward establish a way for aims to be regularly reflected on and evaluated. - Success and failure
We recommend that the ongoing evaluation of cultural strategies emphasize sharing learning and experiences, and transparently reflect on what was intended and what could be done differently. - Network and share
We recommend exploring the value of a Cultural strategies network to share experiences, insights and suggestions.
Please cite as: Ashton, Daniel and Bell, Makanani (2023) Cultural strategies and futures . Public Policy, University of Southampton (doi:10.5258/SOTON/P1118).
The accessibility report is available here.
Acknowledgements
This report is authored by Professor Daniel Ashton and Dr Makanani Bell (University of Southampton research team) with the support of contributors to the workshop – Dr Simon Eden (Director of the Southern Policy Centre), Claire Gevaux (Chief Executive at Culture Chelmsford) and Emalene Hickman (Culture and Creative Sector Development Officer at Winchester City Council).
The contributions of the workshop participants are acknowledged and greatly appreciated, in particular: Jane Bryant (Freelance cultural/arts consultant), Charles Freeman (Freelance researcher and consultant), Adam Gent (Relationship Manager at Arts Council England), and Ian Leete (Senior Adviser – Culture, Tourism and Sport at Local Government Association).
The research team appreciatively acknowledge the following University of Southampton colleagues involved in supporting the project and producing this report: Isabella Wang, Aiysha Qureshi and Yaryna Basystyuk (Public Policy Southampton); Hayley Evans and Rachel Wootton (Conference, Events and Hospitality); Debbie Webber (Winchester School of Art Finance) and Ben Dean (Professional Services Finance); Isobel Stark and Sarah Brooks (Research Services); Sophie Taylor, Charlotte Willbourne and Simon Dade (Valley Graphics).